TPM Training Material

87
Overview of TPM Jubilant Organosys Ltd. Total Productive Maintenance By : Mr. Snahil Kumar

Transcript of TPM Training Material

Page 1: TPM Training Material

Overview of TPM

Jubilant Organosys Ltd.

TotalProductive

Maintenance

By : Mr. Snahil Kumar

Page 2: TPM Training Material

Overview of TPM

Overview of

Total Productive

Maintenance

Overview 2

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Overview of TPM

Progress of Equipment ManagementIn Japan and Future Planning

Years Key-words Explanation• Repairing after failure by the person in charge of

repairs.• Management of equipment is not considered

Before 1950s Breakdown maintenance

Overview 3

• TPM development is unmanned operation plants by employing FA/CIMTPM in unmanned operation

plants2000s

• Global and general TPM activity including local productionGlobal TPM1990s

• TPM activity by all members related to production, development, business, and management, etc.Companywide TPM (whole

industry)1980s

• Production maintenance by all members related to equipment planning, operation and maintenanceTPM in production department

(Manufacturing industry)1970s

• Management of total equipment life (equipment planning, maintenance, improvement, revision) by the person in charge of equipment from the economical point of view

Production maintenance1960s

• Preventive maintenance of equipment by the person in charge of maintenance

• Economical maintenance control1950s Preventive maintenance

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Overview of TPM

DEFINITION OF TPM ( PRODUCTION TPM )

1. To set a goal to maximise equipment efficiency (overall efficiency).

What is TPM?

2. By establishing a total system for PM for the entire life of equipment.

3. Participation by all departments, including equipment planning, operating and maintenance departments.

4. Involving all personnel, including top personnel to first-line operators.

5. For promoting PM by motivation management, namely, by autonomous small-group activities.

Overview 4

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Overview of TPM

TPM DEFINITION (contd)TPM MEANS …………..

1. Taking as a prime objective a company structure that pursues production efficiency to its ultimate limits.( = Comprehensive efficiency)

2. Putting together a practical shop-floor system to prevent losses before they occur throughout the entire production system’s life cycle: Zero accidents, Zero Defects, Zero Breakdown etc.

3. Involving all functions, including production, Development, Sales and Management.

4. Having all employees participate from top executives to front-line workers

5. Achieving Zero losses through overlapping small groups.Overview 5

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Overview of TPM

Effectiveness of TPM

P…..Productivity improvement ----------------------------------------------1.5 to 2 times

• Reduction in Number of Sporadic Failures-----------------1/10 to 1/250

• Equipment Operating--------------------------------------------1.5 to 2 times

Q…..Reduction in Product Defects-----------------------------------------1/10

Reduction in Customer Claims--------------------------------------1/4

C…..Reduction in Maintenance Cost---------------------------------------30%

D…..Reduction in Product Inventories--------------------------------------0

S….. Reduction in Accident, Elimination of Pollution------------------0

M…..Increase in Number of Employee Suggestions--------------------5 to 10 times

Overview 6

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Overview of TPM

Preventive Medicine for Equipment = Preventive Maintenance

Prevents deterioration

Measures deterioration

Repair deterioration

Inspection (diagnosis)

Make preventive repairs (advance replacements)

Daily maintenance(lubricate, clean,adjust, inspect)

Preventive Medicine

Early treatment

Health checkups

(diagnosis)

Daily

Prevention

Preventive MaintenanceOverview 7

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Overview of TPM

TPM 8 Pillar Approach

TPM

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vidu

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Dev

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inin

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Equ

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ent O

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PM

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t

Overview 8

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Overview of TPM

Purpose and Main

Activities of the 8 Pillars

of TPM

Overview 9

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Overview of TPM

Individual Improvement

Purpose: • Realize zero losses of all types, such as failure losses and defect losses• Demonstrate ultimate production efficiency improvement

Members:• Staff• Line Leader

Activities:• Understanding the 16 major losses

• Calculating and settling goals for overall equipment efficiency, productivity and production subsidiary resources

• Implementation of PM analysis

• Thorough pursuit of equipment and production “as it should be”.

Overview 10

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Overview of TPM

Equipment Ownership

Purpose: •Training of operators proficient in equipment•Protecting one’s own equipment by one’s staff

Members: Operator, Line Leader

Activities:Implementation of 7 steps1. Initial clean-up2. Countermeasures for the source of problems and measures for difficult-to-

access locations3. Creation of tentative Equipment Ownership standards4. General inspection5. Autonomous inspection6. Standardization7. All-out goals management

Overview 11

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Overview of TPM

Planned Maintenance

Purpose: •Improving efficiency of maintenance departments to prevent 8 major losses

Members:•Staff•Leader and maintenance men of maintenance department

Activities:• Daily Maintenance• Time Based Maintenance• Condition Based Maintenance• Improvement for increasing the service life expectancy• Control of replacement parts• Failure analysis and prevention of recurrence. • Lubrication control

Overview 12

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Overview of TPM

Quality Maintenance

Purpose: Achieve zero defects by supporting and maintaining equipment conditions

Members: Quality assurance Staff, Production engineering staff, Line Group Manager

Activities:• Verify quality characteristics standards; understand defect phenomena and

performance• Investigating the conditions for building in quality, unit processes and raw

materials, equipment and methods• Investigating, analysing and improving the conditions of malfunctions• Setting 3M conditions; setting standard values for inspection• Creation of standards that can be followed; trend management

Overview 13

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Overview of TPM

Development ManagementPurpose: • Reducing product development and prototyping time• Reducing the development, design and fabrication time of equipment• Improving 1-shot start-up stability of products and equipmentMembers: Research and development staff, Production engineering staff, Maintenance staffActivities:•Setting development and design goals•Ease of production•Ease of QA Implementation•Ease of use•Ease of maintenance•Reliability•Investigate LCC•Design release drawingProduction: Identify problems in the prototype, trial run and initial-phase mass production control stages.

Reflect in MP design

Overview 14

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Overview of TPM

Office TPMPurpose: • Achieve zero function losses• Creation of efficient offices• Implementation of service support functions for production departments

Members:•Leaders and members of administration/Indirect departmentsActivities:•Equipment Ownership activities1. Initial clean-up (personal space)2. Work inventory3. Countermeasure for problems4. Standardization5. Promotion of autonomous management activities of work

• Individual improvement through project activities1. Shortening of settlement schedule2. Improvement of distribution3. Improvement of purchasing and subcontracting4. Reform of production control system

Overview 15

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Overview of TPM

Education and Training

Purpose: • Establishment of technical education for operations and maintenance

workers

Members:•Operators•Maintenance workers

Activities:•Basic process of maintenance•Tightening nuts and bolts•Aligning keys•Maintenance of bearings•Maintenance of conductive parts•Prevention of leaks•Maintenance of oil pressure and air pressure equipment•Maintenance of electrical control equipment

Overview 16

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Overview of TPM

Safety and HealthPurpose: • Achievement and support of zero failures• Realization of a healthy and invigorating workplace that gives meaning

to work

Members:•Safety, health and environment managers and specialised committee members•Staff specialising in safety and health

Activities:•Measures to improve equipment safety•Measures to improve work safety•Improvement of work environment (noise, vibration and odors)•Measures to prevent pollution•Creation of healthy employees•Promotion of invigorating activities

Overview 17

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Overview of TPM

12 Steps for TPM Development Programs

Application of PM awardChallenge of a higher target

Total application of TPM and raising its level12.Steady application

Establishing zero accidents and zero pollution systemsEstablishing systems to control safety, sanitation and working environments

11.

Support for production, increasing efficiency in the department and of equipment

Establishing systems to improve efficiency of administration and other indirect departments

10.

Setting conditions without defectives, and its maintenance and control

Establishing quality maintenance organization9.

Development of easy-to-manufacture products and easy-to-operate equipment

Establishing initial control systems for new products and equipment

8.

Group education of leaders and training members7.4 Operation and maintenance skills upgrading training

Improvement maintenance, periodic maintenance, predictive maintenance

7.3 Planned maintenanceStep system, diagnosis and qualification certification7.2 Equipment OwnershipProject team activities and small group activities in the workshop7.1 Individual improvementPursuing maximum efficiency of production7. Establishing systems for improving production efficiency

Actual introduction

SuppliersRelated companiesAffiliated companies

6. Kick-off of TPMBeginning of introduction

From preparations for introduction to examination5. Creation of master plan for establishing TPM

Bench-mark and targetPrediction of effects

4. Setting basic principles and target for TPM

Committee and subcommitteesSecretary

3. Establishing TPM promotion organization

Managers : Trained in seminar camp at each levelGeneral employees : Seminar meeting using slides

2. Introductory education and campaign for TPM

Declared in TPM in-house seminarCarried in company magazine

1. Declaration by top management to introduce TPMPreparations for introduction

EssentialStepStage

are invited

Overview 18

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Overview of TPM

PILLAR

KobetsuKobetsu KaizenKaizen

oror

FocussedFocussed ImprovementsImprovements

KK -19

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Overview of TPM

KAIZEN“Kaizen” Levels

• Restoration• Betterment• “Kaizen”• Revolution• Renovation

“Kaizen” = Fill difference between present status and goal- Aim at good condition in the past. -Aim at achieving “what the equipment

and the operation must be” in the future.

Renovating “Kaizen”Future Level

Difference Present Level

Restorative

Difference

Past Level

Present Level

• First, bring to a condition of the past,another line or another company

• Copying is also technology• Develop new ideas by changing conception• Importance is to train people who can maintain

KK -20

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Overview of TPM

KobetsuKobetsu KaizenKaizen PillarPillarTarget: 8 Major Plant losses1. Shutdown loss: Time lost when production stops for

planned annual shutdown maintenance or periodic service

2. Production adjustment loss: Time lost when changes in supply and demand require adjustments to production plans

3. Equipment failure loss: Time lost when equipment suddenly loses its specified functions

4. Process failure loss: Time lost in shut down due to external factors such as changes in chemical or physical properties of materials being processed, operating errors, defective raw materials etc.

KK -21

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Overview of TPM

KobetsuKobetsu KaizenKaizen PillarPillarTarget: 8 Major Plant losses

5. Normal production loss: Rate and time losses at plant start up, shut down, or change over.

6. Abnormal production loss: Rate loss occuring when plant underperforms due to malfunctions and abnormalities.

7. Quality defect loss: Losses due to producing rejected product, financial loss, physical loss

8. Reprocessing loss: Recycling losses due to passing material back through the process.

KK -22

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Overview of TPM

KobetsuKobetsu KaizenKaizen PillarPillar9. Raw Material losses

10. Energy losses

11. Manual work loss

12. Management losses

13. Transportation losses

14. Reducing maintenance material losses

15. Reducing administration losses

16. Testing and analysis lossesKK -23

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Overview of TPM

The structure of losses

Calender time: calender time is the number of hours on the calender:365 X 24 = 8760 hrs in a year30 x 24 = 720 hrs in a 30 days month

Working Time: actual number of hours that a plant is expected to operate in a year or a month. To calculate working time, subtract from the calendertime the time lost as a result of closing the plant for production adjustment or for periodic servicing such as shutdown maintenance.

KK -24

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Overview of TPM

The structure of losses

Operating time : The time when plant actually operatesWorking time – (equipment failure + process failure

time)Net Operating Time: The time during is the time during

which a plant is producing at the standard production rate. To calculate net operating, subtract performance time losses from the operating time. Performance time losses consists of normal production losses ( start up, shutdown, change over) and abnormal production losses ( production rate reduction due to abnormalities.)

KK -25

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Overview of TPM

The structure of losses

Valuable Operating time : The net time when plant actually produces acceptable product. To calculate this subtract the time for reprocessing and rejected products from net operating time.

Availability is the operating time expressed as a percentage of the calender time.a= calender time-(shutdown maint. Loss+productionadjustment loss+ equipment failure loss+processfailure loss)

KK -26

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Overview of TPM

The structure of losses

Availability is the operating time expressed as a percentage of the calender time.a = calender time-(shutdown maint. loss + production adjustment loss+ equipment failure loss + process failure loss)b = calender time

Availability = (a/b) x 100 %

KK -27

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Overview of TPM

The structure of losses

A plant’s performance rate expresses the actual production rate as a percentage of the standard production rate( intrinsic capacity of a particular plant)D = average actual production rateC = standard production rate

Performance rate = D/C x 100 %The rates can be expressed in tons/hour or tons/day

KK -28

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The structure of losses

The quality rate expresses the amount of acceptable product without rework. First time through rate

E = production quantity (t) – (quality defect loss + reprocessing loss) (t)

D = production quantity

Quality rate = E/D x 100 %

KK -29

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Relationship between Six Major Losses on Equipment and Overall Equipment Effectiveness

Calculation of overall equipment effectivenessEquipment Six major losses

Loadingtime

Operatingtime

Netoperating

time

Valuable operating

time Def

ect

Dow

n tim

elo

sses

Spe

edlo

sses

loss

esEquipment Failure

Set up andadjustment

Idling and minor stoppage

Reduced speed

Defects inprocess

Reduced yield

87%100460mins.

60mins.460minstyAvailabili

(e.g)

100eloadingtim

downtimeeloadingtimtyAvailabili

=×−

=

×−

=

50%100400mins

400units x nit0.5mins./uePerformancefficiency

(e.g)

time Operating

amount processed x time cycle ltheoretica ePerformanc

efficiency

=×=

×= 100

98%100units 400

units 8 - units 400quality of Rateproducts

(e.g)

100100amount processed

amount defect - amount processed quality of Rate

products

=×=

=×=

productsquality ofRatePerformanceefficiencyAvailabilityequipmentOverall

effectiveness ×= ×42.6%1000.980.500.87 (e.g.) =×××

KK -30

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Overview of TPM

Overall plant effectiveness

Calendar time (A)

Working time (B)

Operationtime(C)

Loss

by

susp

ensi

on

Loss

by

stop

page

Net Operationtime (D) Lo

ss b

y ca

paci

ty

ty

(

×

hour)-ty ×=

% 100(C)(D)ePerformanc

efficiency

100%(T/H) production Standard

(T/H) production average Actual ePerformancefficiency

×=

×=

%100(D)(E)qualityofRate

products

%100(T)Production

)(-(T)ProductionqualityofRateproducts

×=

×=

Planned maintenance

Production adjustment

Equipment failure

Process failure

Normal Production

Abnormal Production

Quality Defect

Reprocessing

Valuedoperationtime(E) Lo

ss b

y de

ficie

ncy

<Plant>

<8 - major losses> <Calculation of the overall plant efficiency>

OPE= Availability x Performance x Rate of Quality pro ductsefficiency

100%urCalenderho

100%(A)(C)Availabili

CalenderAvailabili

=

(T )

KK -31

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Overview of TPM

7 steps for carrying out the Kobetsu Kaizen activitiesStep Details Activity

Step 0 Select improvement 1. Select and register topictopic 2. Form project teams

3. Plan activitiesStep 1 Understand situation 1. Identify bottleneck process

2. Measure failures, defects and other losses3. Use baselines (Bench Mark) to set targets

Step 2 Expose and eliminate 1. Thoroughly study and expose abnormalitiesabnormalities 2. Restore deterioration and correct minor flaws

3. Establish basic equipment conditionStep 3 Analyze causes 1. Stratify and analyze causes

2. Apply analytical techniques (why-why analysis,Why OK analysis etc.)

3. Conduct experiments, apply specifictechnology, fabricate prototypes

KK -32

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KK -33

Step 4 Plan improvements 1. Make improvement proposals and preparedrawings

2. Compare cost effectiveness of alternateproposals and make budget

3. Check for possible adverse effects anddisadvantages

Step 5 Implementimprovements

1. Carryout improvement plan2. Perform tests, trial runs3. Provide instructions to work on improved

equipment, operating conditions.

DetailsStep Activity

Step 6 Check results 1. Evaluate results with time as improvementproject goes on

2. Check whether targets have been achieved, ifnot start from step 3 again

Step 7 Consolidate gains 1. Prepare inspection and work standards2. Make drawings and feed information to

Development management Pillar3. Train operators and or fitters to sustain the

results

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Overview of TPM

Cost loss methodology

Cost loss methodology is used for identification of all losses across the cross-section of the company. This is a very powerful tool for pinpointing the areas of losses for which action needs to be taken. Examples of some of the topic are raw material cost loss, Energy cost loss, Maintenance cost loss, administrative and overhead loss, inventory carrying cost loss, etc.

KK -34

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Overall Plant efficiency

Calender time = 30 daysShut down maintenance loss = 1 dayNo plan for production = 1 daysEquipment failure = ½ dayProcess failure = ½ dayStandard performance rate = 1000t/dayActual production in the month = 23,900tDefects = .2%Reprocessing = .2 %

KK -35

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PILLAR

QM - 36

HinshitsuHinshitsu HozenHozen

oror

Quality MaintenanceQuality Maintenance

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Overview of TPM

“Hinshitsu-Hozen”What is “Hinshitsu-Hozen?

To maintain integrity of quality (state of 100% non-defectives)

* Condition setting :Set conditions for zero defects aimed at equipment and processes that do not produce quality defects.

* Daily and periodical inspections :Inspect and measure conditions in time series.

* Quality preventive maintenance :Prevent quality defects by maintaining measured values within the standard

* Trend control and predictive maintenance :Predict possibilities of quality defects occurring by observing trends of measured values.

* Prior countermeasures:Take measures beforehand

© JIPM, 1994

QM - 37

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Overview of TPM

Implementation Procedure for Quality Maintenance

• Understanding quality defect phenomena.

• Setting of standard values for inspection items

and confirmation of results

• Concentration of inspection items and

shortening of inspection time

• Drafting of QM (Quality Maintenance) matrix

and reflection in standardsQM - 38

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Overview of TPM

Implementation Procedure for Quality Maintenance (contd…)

• Master plan for QM

• 3M Analysis

• PM analysis for exposure and handling of malfunctions

• Kaizens and Poka Yoke for eliminating defects

• Maintaining Zero Defect

• Process capability improvement plan

QM - 39

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Overview of TPM

QM Master plan

Master Plan for quality maintenance is planning of various

activities in this pillar with respect to the time frame in

months and years. According to the stage of TPM

implementation it can start at various levels. In the

beginning it will start with data collection on defects to

improving conditions to sustaining zero defect conditions.

QM - 40

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Overview of TPM

Brakes India (Sholinghur)

QM - 41

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Overview of TPM

3M analysis

This analysis is a set of conditions with respect to

machine, material and method for obtaining a good

products. It helps in identifying 3M standards and

checking is possible against these standards. Removing

this variability can some times eliminate Quality Defects in

the product.

QM - 42

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Overview of TPM

3M CONDITION FOR NO BLISTER BUBBLES

checkMachine

Responsibility Frequency3M COndition Required value What to do

QM - 43

without gap

Dipper agitator Uniform Rotation Visual Prodn.sup Daily

Voltage 240±10 V Voltmeter Prodn.sup Daily

Track Chain No jerking Visual Prodn.sup Shift once

How to

Baffle plate Both sheet should be seated Hand Comp.sup. Daily

PROCESSDipper temperature 28±2 C Digitron Prod. Sup./operator Hourly

Latex circulation No repelling of bubbles from Visual Prod. Sup./Comp.sup Weeklydipper agitator

Drying All teat end heaters should

Visual Prod.Sup. Dailybe switched off in I drier

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Overview of TPM

3M CONDITION FOR NO BLISTER BUBBLES

How to

check

No.1 product weight 0.75 - 0.80 Gms. Weighment Prodn.sup Hourly

Material(LATEX)

S.I.Value 2.0 - 2.4 S.I.check Comp.sup/Lab.sup Daily

Total alkalinity 0.35 - 0.50 % Titration Comp.sup/Lab.sup Daily

Sediments No sediments Hand Comp.sup/Lab.sup Weekly

3M Condition Required value Responsibility Frequency What to do

QM - 44

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Overview of TPM

BILISTER BUBBLE -ANALYSIS

1 Latex Temperature Chiller failure Alarm providedabove 30°c

Solenoid failure Alarm provided (K)

2 Former temp Voltage variation Based on EB voltage

above 60°c. Tapping during II dipper in Sub Station.

3 Dipper latex Baffle plate Periodic check.agitation. misalignment.

4 Ammonia content High Total Alkalinity above 0.5% Total Alkalinity checked once in a day

and maintainedbelow 0.5%.

S No. Phenomenon Cause Countermeasure

QM - 45

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Overview of TPM

GOOD IN NO GOOD -3 M CONDITIONHow to check

Loading Exactly on vitonring

Visual Supervisor Every shift

Solenoid wing gap

No gap Visual Operator Twice in a shift

Disc play No play Visual Operator Twice in a shift

stripping Uniform stripping Visual Operator Twice in a shift

Conductivity No worn out layers

Visual Operator Once in hourbrush

Voltage 1200/900V +100V Voltmeter Electrician Once in a shift

Carbon brush No powder Visual Fitter Once in a shift

Sensor LEDshould glow. Visual Electician Once in a shift

No product in helmet Visual Operator Twice in a shift

3M conditions Required valueResponsi-bility Frequency What

to do

QM - 46

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Poka Yoke for eliminating defectsTo err is Human. Human Beings are very forgetful and tend to make mistakes. Many times we end up saying “Operator Carelessness / Negligence” or “Operator Inattentiveness”. If we carefully look at such processes, we can reason out that these are a combination of many factors rather than just “Operator Carelessness”.

Monotonous, mechanical and long tense working environment tend to make people commit mistakes. If we bracket these mistakes as “carelessness”, the people get demotivated and discouraged. Poka-Yoke is a technique for avoiding simple human errors at work.

Poka is a Japanese word meaning “inadvertent errors” and Yoke comes from Japanese word Yokerie meaning “to avoid”. This has also been termed as “Mistake / Fool Proofing” or “Fail Safing”. The idea behind poka-yoke is to free a person’s mind from maintaining repetitive vigil which may be practically infeasible. By doing so a person without the fear of making mistake can constructively do more value added activities.

QM - 47

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Overview of TPM

ERRORS ARE INEVITABLE BUT CAN BE ELIMINATED

People always make mistakes. These can be reduced or

even eliminated. Some of the Poke-Yoke devices,

which can help avoid defects, are ;

• Guide Pins / Locators of different sizes.

• Error Detection Buzzers and Alarms

• Limit Switches, Proximity and Photosensors.

• Counters

• Checklists

QM - 48

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Overview of TPM

Process Capability Improvement Plan

Sometimes capability of a process needs to be enhanced

to obtain high Cp value for critical characteristics. This plant

again follows the analysis for variation in the characteristics

and taking countermeasure against all the sources.

QM - 49

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Overview of TPM

PILLAR

QM - 50

Planned MaintenancePlanned Maintenance

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Overview of TPM

Concept of Equipment Maintenance

We must know the most appropriate maintenance method for all types of deterioration. And we must understand the characteristic of deterioration on every part of the equipment and equipment function.

Maintenance must be performed with clear roles. We must decide who will maintain what parts of equipment

Maintenance by the

productiondepartment

Specialized maintenance

by themaintenancedepartment

EquipmentMaintenance

Outsidecontractor

maintenance

(Jishu Hozen) (Keikaku Hozen)

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Overview of TPM

The Process of Equipment Maintenance

What equipment?1

Evaluate the criticality of the equipment based on P,Q,C,D,S and M criteria and classify the equipment

What parts?2

Select from the following maintenance methods for each part. Selection depends on the criticality of the equipment.

BM (Breakdown maintenance)

TBM (Periodic maintenance)

Inspection and Repair (Overhaul)

5W1 H method should be used to draft the standard maintenance procedure

Practical decision making through step activity of Jishu Hozen and Keikaku Hozen . Logical decision making,through the application of FMEA, FTA, PM analysis, RCM (Reliability Centered Maintenance) etc

What maintenance method?

Draft the standard maintenance procedure

Carryout maintenance systematically

3

4

5

CBM (Predictive maintenance)

Maintenance tasks must be performed systematically based on the maintenance calendar and standard maintenance procedure.

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Overview of TPM

Analysis of Stress and Strength

3 Insufficient Strength

Three major causes of failure Factors

• Inadequate compliance with basic requirementsCleaning, Oiling and tightening are not carried out properly. Operators perform routine maintenance improperly or not at all.

• Neglected deteriorationDetection of natural and accelerated deterioration and proper restoration are neglected. In other words, inspection, examination and preventive repair to correctly restore the equipment are not carried out.Indifferent / no awareness to the stress

• Non-compliance with usage requirementsEquipment and machinery posses operating limitations based on design considerations. Sometimes these are ignored.Example: Current, Voltage,RPM, Velocity, Temperature etc.

• Lack of skillRepair error by maintenance personnel or operators. Equipment operation error (Parts replacement error, operation without license)

• Inherent design weaknessesInsufficient strength can be inherent due to poor design, fabrication and installation caused by lack of engineering skills or error.

1 Neglected DeteriorationStrength analysis

Time

Safety marginFailure : a

Stress and strength

Failure : c

Time

Stress and strength

2 Uncontrolled stress

Failure : b

Time

Stress and strength

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Overview of TPM

Subdivision of Failure Factors

Uncontrolled stress

Neglected deterioration

• Inadequate compliance with basic requirements

• Neglected deterioration

• Non-compliance with usage requirements

• Lack of skill

• Inherent Design weaknesses

Insufficient strength

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Overview of TPM

Five Countermeasures to Achieve Zero Failures

Five Factors

Inadequate compliance with basic requirements

Non-compliance with usage requirements

Neglected deterioration

Inherent design weaknesses

Lack of skill

Five Countermeasures

Adequate compliance with basic requirements

Compliance with usage requirements

Restoration of deteriorated equipment condition

Rectification of design weaknesses

Improvement of operation and maintenance skills

11

2

2

3

3

44

55

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Overview of TPM

Concept of Keikaku Hozen

I Activities to enhance equipment availability* Activities to extend MTBF of equipment * Activities to curtail MTTR of equipment

II. A

ctiv

ities

to c

ondu

ct m

aint

enan

ce

effic

ient

ly

Maintenance work Planning and management

Maintenance information management

Management of maintenance spare parts

Maintenance cost management

1. G

uida

nce

and

ass

ista

nce

activ

ities

for

Jis

hu-H

ozen

2. 7

-ste

p ac

tiviti

es fo

r pla

nned

mai

nten

ance

3. C

orre

ctiv

e m

aint

enan

ce a

ctiv

ities

4. M

P a

ctiv

ities

5. S

tudy

on

pred

ictiv

e m

aint

enan

ce

Inpu

t Red

uctio

n

(Source : processing and Assembling New TPM Implementation Program, Page 244)

Improvement of output: Zero failures, zero defects and zero accidents

Establishment of planned maintenance structure

© JIPM, 1994

Page 57: TPM Training Material

Overview of TPM

Keikaku Hozen Promotion Procedure

Select maintenance method

Draft standard equipment maintenance procedure

Practice preventive maintenance (PM) based on maintenance calendar

Rank equipment criticality

Select the equipment parts to be maintained

Failure reduction activity

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Overview of TPM

Building Keikaku Hozen System

Unexpected failure reduction activitySupport to Jishu HozenRestoration and improvement against visible deterioration

Improvement of design weaknesses Extension of inherent service-life

Periodic Maintenance

Predictive Maintenance

Equipment ranking and consideration of Maintenance method

Recurrence prevention activity Keikaku-HozenStep-upactivityStart of preventive maintenance

Reinforcement of other maintenance activity

Maintenance planningMaintenance records (Information management)Drawing controlLubrication controlSpare parts control

Page 59: TPM Training Material

Overview of TPM

Main activity and aims Problems 1st Year 2nd year 3rd year 4th year

Jishu Hozen’s Steps (Typical model line)

1. Support activity for the production department

• Early start-up of Jishu Hozen activity• Support to improve Jishu Hozen skills

• “You produce, I fix”mentality

2. Zero breakdown activity• Achieve one tenth no. of breakdowns• Build the foundations for preventive

maintenance• Reform awareness of maintenance

personnel

• Breakdown maintenance is widespread

• Breakdown repair is the primary job

• Many think zero breakdowns is impossible

3. Establish maintenance planning management

• Establish Keikaku Hozenmanagement

• Classify equipment based on criticality and draft the maintenance standard

• Delay in building system• Lack of proper planning• Breakdown maintenance

4. Maintenance information management system development

• Information management useful for preventive maintenance

• Computer management

• Only data collection is done• Information is not used

5. Spare parts control• Control to support preventive

maintenance• Reduce the cost of retrieving,

replenishment and administration

• Lack of control or no control at all

• Response is given only when emergency

6. Predictive maintenance system development

• Research the optimal maintenance time

• Strive to minimize maintenance cost

• Incapable of implementing predictive maintenance. Only simplified diagnosis is implemented

7. Lubrication management• Eliminate failures caused by defective

lubricant or working oil• Reduce management cost

• Throwing responsibilities to the shop floor

• Only the total usage is controlled

8. Maintenance skill education• Improve failure prediction capabilities• Establish maintenance system run by

selected elite

• Education is focused mainly on repair skill

• Insufficient knowledge of diagnosis

• Low awareness

Step 1 Step 2 Step 3 Step 4 Step 5

Record and Analyse each breakdown

Preliminary education for total inspection skills (implementation)

Thorough restoration and improvement activities against deteriorated parts

Activities to prevent recurrence of breakdowns Deploy all the three activities mentioned left-hand side to all the equipment

Rectify equipment weakness (Implement corrective maintenance)

Review maintenance system

Rank equipment based on criticality and select maintenance method

Practice maintenance based on maintenance calendar

Draft the standard inspection and maintenance standard procedure

Record Analyse each breakdown

Implement maintenance information computerization

Prepare maintenance information computerization

Carryout seiri-seiton for spare parts

Systemize ordering method

Determine what items and what quantity should be stokedPhysical control of the stock (visual control system)

Draft the spare parts control standard

Investigate and integrate various types of oils

Study the technical aspects of oils and select the optimal oils

Control the pollution level of working oil and lubricantDraft the lubricant control standard

Promote visual control system. Indicate oil level, oil type etc.

Review oil standard

Study the needs of predictive maintenance

Learn equipment diagnostic techniques

Accumulate data based on simplified diagnosisSelect the equipment and parts to be diagnosed

Research and develop equipment diagnostic techniques

Apply to the shop floor

Model activity

Enlighten and educate through practice (learn from breakdowns)

Plan and implement skill evaluation and education for each individual

Participate in seminar organised by JIPM

A Model of Deployment Plan for Keikaku Hozen System BuildingKick-off in April of 1st year. Audit is planned in September of 4th year.

Support for initial cleaning Red tag removal and support to deal with areas with difficult accessProduction skill Education

Preliminary education for total inspection skills (implementation)

Preliminary Education for total inspection skills (Preparation) Review task sharing with Jishu Hozen side

Why-Why analysis (for the production department)

Page 60: TPM Training Material

Overview of TPM

PILLAR

JishuJishu HozenHozen

oror

Autonomous MaintenanceAutonomous Maintenance

JH -60

Page 61: TPM Training Material

Overview of TPM

Reasons Why Autonomous Maintenance is RequiredNo satisfactory increase in the performance record can be seen …

• Frequent servicing

• Solution of abnormality

• Good communication

Activities to restore the machine conditions

Activities to prevent equipment

degradation

Activities to keep record on equipment

degradation• Confirmation of working conditions

• Daily inspection• Periodical

inspectionLack of positive mind

to take care of

machine

Breakdown

loss

Production Maintenance TPM

Japanese style of PM

Maintenance Department’s sole responsibility

U.S style of PM

Yield loss

Defect quality loss

Set-up and adjustment

loss

Preventive Maintenance

Poor skill o

f

operator

Minor stoppage loss

Reduced speed loss

Improper position to

conduct inspection

• Keep cleaning

• Inspection• Additional

tightening

JH -61

Page 62: TPM Training Material

Overview of TPM

Why Jishu Hozen

• To prevent equipment deterioration

• To maintain equipment in optimal condition

• To establish basic equipment condition

• To eliminate equipment failure

• To make operator familiar with his equipment

• To eliminate Quality defect

• To eliminate cost lossesJH -62

Page 63: TPM Training Material

Overview of TPM

The Mind set ………..Individual preserving one’s own equipmentSignificant change from early theory of

“ I manufacture – You repair”or

“I make - You Fix”

PRODUCTION MAINTENANCE• Maintenance does not its job• They take too long to fix the equipment• This equipment is so old no wonder it

breaks down again and again• We are too busy to do vital daily checks

• Production do not know how to operate

• We get lot of r5epairs sew we don’t have ample to do a realcorrective action and are forcedto do only temporary job

• We prepare the standards but they do not do the checks

JH -63

Page 64: TPM Training Material

Overview of TPM

EQUIPMENT DETERIORATION

Natural Deterioration Accelerated Deterioration

Extend Life Time Eliminate Causes

Establish Basic Condition• Cleaning : Eliminate all

dust & Dirt• Lubricating : Keep

lubricants clean and replenished

• Tightening : Keep nuts & bolts secure

Corrective Maintenance• Prevent errors by

improving operability• Improve Maintainability

& Repair Quality • Improve safety &

Reliability

JH -64

Page 65: TPM Training Material

Overview of TPM

Classification of Maintenance ActivitiesA. Activities to prevent deterioration

By correct operation, Improvement of basic conditions and adjustments to prevent quality defects

B. Activities to measure deteriorationBy senses (touch, see, hear, smell)

C. Activities to rectify deteriorationBy improving reliability, maintainability of machines (MTBF, MTTR)ROLE OF PRODUCTION ROLE OF MAINTENANCE

• Play vital role in A. also records maintenance data for prevention of recurrences of problem and MP design.

• Play role in B by five senses• Play role in C by prompt

reporting and assisting in sporadic failure

• Play role in as a guide and educationist and providing help in identifying areas “sources of problems and “ Hard to Clean”

• Play in role B by vibration and fluid Analysis.• Play major role in C by improving MTBF, MTTR.• Besides that they maintain MIS, work for new

equipment design and set up maintenance standards

JH -65

Page 66: TPM Training Material

Overview of TPM

Classification of Maintenance and Responsibility

Normal Operation

Preventive Maintenance

Proper Operation

Set-up and adjustment

Daily Maintenance

Lubrication

Retightening

Cleaning, Address Latent Defects

Operation Condition, Daily Inspection for Deterioration

Minor Check

Time – based Inspection

Time – based Check

Time – based Inspection

Tend Check

Unscheduled Check

Corrective Maintenance (Reliability)

Corrective Maintenance (Maintain-ability)

Others

Strength KAIZEN

Lightening of Loading

Accuracy Improvement

Conditions Monitoring

MP Activities

Planned Breakdown Maintenance

Emergency Maintenance

Maintenance PreventionBreakdown

Maintenance

Sporadic Repair

Earlier discovery of interior situation and positive and rapid report/remedy

Corrective Maintenance

MaintenanceOperationRestorationMeasurementPrevention

AssignedImplementation

Classification

KAIZEN Of Check Operation

Check Quality KAIZEN

Productive Maintenance

Time based Maintenance

Predictive Maintenance

KAIZEN of Check Operation

JH -66

Page 67: TPM Training Material

Overview of TPM

7 Steps for Evolving Autonomous MaintenanceStep Name

1 Initial clean-up All-around clean-up of dust and dirt, centering on equipment proper, and implementation of lubrication, and machine parts adjustment; discovery and repair of malfunctions in equipment

2 Measures against Sources Prevent causes of dust and dirt and scattering, improve places which are difficult to clean and lubricate and reduce the time required for clean-up and lubrication.

3 Formulation of clean-up and lubrication standards

Formulate behavioral stlubrication

andards so that it is possible to steadily sustain clean-up, and machine parts adjustment in a short period (Necessary to indicate

a time frame-work that can be used daily or periodically)….

4 Overall inspection Training in check-up skills through check-up manuals; exposure and restoration of minor equipment defects through overall check-ups

5 Autonomous check-up Formulation and implementation of autonomous check-up sheets

6 Orderliness and tidiness Standardize various types of on-the job management items and devise complete systematization of up-keep management.• Standards for clean-up, check-ups and lubrication• Standards for physical distribution in the workplace• Standardization of data records• Standardization of die management, jigs and tools

7 All-out autonomous management

Deroutine

velopment of corporate policies and goals, and making improvement activities : Steadily record MTBF analysis, analyze these, and carry out equipment

improvements

JH -67

Page 68: TPM Training Material

Overview of TPM

Preparations for JH Activities

• Prepare a Cleaning & Lubrication map

• Arrange Tools

• Arrange Red & White Tags

• History of Failures

• Training on 7 steps of Jishu Hozen

• Gantt Chart

• Training on 7 types of abnormalities

JH -68

Page 69: TPM Training Material

Overview of TPM

STEP 1 : Initial Clean up

• CLEANING IS INSPECTION

• USE 5 SENSES FOR CLEANING

• FIND OUT 7 TYPE OF ABNORMALITIES

• PUT TAGS ON ABNORMALITIES

• PREPARE LIST OF UNFULFILLED BASICCONDITIONS

JH -69

Page 70: TPM Training Material

Overview of TPM

STEP 1 : Initial Clean upMake the list of• Hard to clean, • hard to lubricate, • hard to tighten, • hard to inspect, • hard to adjust • Record cleaning time• Carry out audit on 1st step• Meeting after the daily activities• Refer to the old history records

Areas / Parts

JH -70

Page 71: TPM Training Material

Overview of TPM

7 types of abnormalities

1. Minor Flaws2. Unfulfilled Basic Conditions3. Inaccessible places4. Contamination sources5. Quality Defect Sources6. Unnecessary and non-urgent items7. Unsafe places

JH -71

Page 72: TPM Training Material

Overview of TPM

1.MINOR FLAWSContamination Dust, Dirt, powder, oil, grease, rust, paint

Damage Cracking, crushing, deformation, chipping, bending,

Play Shaking, falling out, tilting, eccentricity, wear, distortion, corrosion,

Slackness Belts, Chains

Abnormal Phenomenon

Unusual noise, overheating, Vibration, strange smells, discoloration, incorrect pressure or current

Adhesion Blocking, hardening, accumulation of debris, peeling, malfunction

JH -72

Page 73: TPM Training Material

Overview of TPM

2. UNFULFILLED BASIC CONDITIONS

Lubrication Insufficient, Dirty, Unidentified, unsuitable, Leaking

Lubrication Supply Dirty, damaged or deformed lubricant inlets, faulty lubricant pipes

Oil level gauges Dirty, Damaged, leaking, No indication of correct level

Tightening Nuts and Bolts slackness, Missing, Cross-threaded, Too long, Crushed, Corroded, Unsuitable washers, wing nuts on backward

JH -73

Page 74: TPM Training Material

Overview of TPM

3. INACCESSABLE PLACESCleaning Machine construction, Covers, Layout, footholds, Space

Checking Construction, Covers, Layout, footholds, Instrument position and Orientation, Operating – Range display

Lubricating Position of lubricant inlet, construction, height, footholds, lubricant outlets, space

Tightening Covers, Construction, Layout size, Space

Operation Machine layout, Position of valves, Switches and leavers, Footholds

Adjustment Position of pressure gauges, thermometers, flow meters, moisture gauges, vacuum gauges, etc.

JH -74

Page 75: TPM Training Material

Overview of TPM

JH -75

Product Leaks, Spills, Spurts, Scattering, Overflow

Raw materials Leaks, Spills, Spurts, Scattering, Overflow

Lubricants Leaking, Spills, Seeping oils, Hydraulic fluids, Fuel oils, etc.

Gases Leaking compressed air, gases, steam, vapors, exhaust fumes, etc.

Liquids Leaking water, Hot, Cold, half finished products, Waste water, Leaking supply lines etc.

Scrap Flashes, cuttings, packaging materials, and non conforming products.

Others Contaminants by people & Forklifts, Infiltration through cracked walls, broken windows etc.

4. CONTAMINATION SOURCES

Page 76: TPM Training Material

Overview of TPM

5. QUALITY DEFECT SOURCES

Foreign Matter Dust, Rust, powder, chips, moisture, wire scraps, wood pieces, paper pieces, stones etc.

Shock Dropping, Jolting, collision, Vibration etc.

Moisture Too little or Too much, infiltration

Grain Size Abnormalities in screens, Compressed air separators, centrifugal separators,

Concentration Inadequate warming, heating, compounding, mixing, evaporation, stirring etc.

Viscosity Inadequate warming, heating, compounding, mixing, evaporation, stirring etc.

JH -76

Page 77: TPM Training Material

Overview of TPM

6. UNNECCERY AND NON-URGENT ITEMSMachinery Pumps, fans, compressors, columns, tanks etc.

Piping equipment Pipes, hoses, ducts, valves, dampers etc.

Measuring instruments

Temperatures, pressure gauges, vacuum gauges, ammeters etc.

Electrical equipment Wiring, piping, power leads, switches, plugs etc.

Jigs & Tools General tools, cutting tools, jigs, molds, dies, frames etc.

Spare parts Standby equipment, spares, permanent stocks, auxiliary materials, etc.

Makeshift repairs Tape. String, wire, metal plates etc.

JH -77

Page 78: TPM Training Material

Overview of TPM

7. UNSAFE PLACESFloors Unevenness, cracked, holes, projections, peeling, wear of steel

chucker plates, slipping.Steps Too steep, irregular, slipping, missing handrails, etc.

Lights Dim, out of position, dirty or broken covers, no explosion proofing, etc.

Rotating machinery

Displaced, fallen off or broken covers, not safe for emergency, missing emergency stop devices

Lifting Devices

Wires, hooks, brakes and other parts of cranes and hoists etc.

Others Special substances, solvents, toxic gases, insulating materials,danger signs, protective clothing etc.

JH -78

Page 79: TPM Training Material

Overview of TPM

Equipment Name ………………

Control No……………………..

Date of detection……………….

Detected by……………………..

Description of Minor defects

………………………………….

…………………………………..

………………………………….

White tags for operators

Equipment Name ………………

Control No……………………..

Date of detection……………….

Detected by……………………..

Description of Minor defects

………………………………….

…………………………………..

………………………………….

Red Tags to be attended by Maint.

JH -79

Page 80: TPM Training Material

Overview of TPM

Equipment Name : ______________________ Unit Name : ___________________________ No. : ______________

List of “Abnormalities” in the Equipment

No.Date of Detec-

tionDetector “Abnormality

” Item

Why is it “Abnormality”? (What will happen if it is left

as it is?)

Why did it become so? (What is the

cause?)

Contents of the Countermeasures

“Abnormality tag”

Classifica-tion

Executor Planned Date

Date of completion

JH -80

Page 81: TPM Training Material

Overview of TPM

COUNTERMEASURES AGAINST SOURCES OF CONTEMINATION AND

HARD TO DO CLRI

STEP 2

• Countermeasures against sources of contamination

• Make approach easy for CLRI

• Make easy to do CLRI

• Shorten cleaning , lubricating time

• Adopt concepts of localized guards

• Ranking the priority places for daily cleaning

JH -81

Page 82: TPM Training Material

Overview of TPM

Prepare Tentative StandardsSTEP 3

• Standards for cleaning, lubricating and tightening

• Standards are made by operators themselves with guidance by pm

• Standards are made by using 5w 1h

• Standards should be easily understood by every one

• Introduce extensive visual controls

JH -82

Page 83: TPM Training Material

Overview of TPM

MACHINE : C P BORING CELL : CONNECTING ROD PLANT : ENGINE PLANT MONTH : JANUARY

SL. NO CHECK ITEM D W MSTND. VALUE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

1 HYDRAULIC TANK FRONT

1a Outer bodyNo dirt &

dust

1b Pipe JointsNo Leak

1c Oil level indicator

btwn. Max & Min.

1d Oil pressure Gaugein Green

Zone

2 LUBRICATION TANK

2a Tank outer bodyNo dirt &

dust

2b Level indicator

btwn. Max & Min.

2c El. Jn. Wiring 3M

2d Lub Pipe jointsNo Leak

LEGENDS - ( ) - OK , ( ) - NOT OK , ( ) - NOT OK,RECTIFIED BY SELF , ( ) - NOT OK, INFORMED SUPERVISOR , ( ) - PLANNED.

JISHU-HOZEN CHECK SHEET

POINT NO. 3 HYDRAULIC TANK FRONT,LUB TANK,FRL AND WORK HEAD BACK

Checked By :

Sign. Of Supervisor

REVISION NO.

P

1 2 3 4

JH -83

Page 84: TPM Training Material

Overview of TPM

TENTATIVE CLEAN LUB INSPECT STANDARDS

Illustration Classification No. Place or section Standards MethodTools and handling

Time sec

Cycle (month)

Person in

charge

During operation

During stoppage

Inspection 1 Tailstock With in the indicated Visual 2 W OP b

value range

Cleaning 2 Tailstock Free from mist & dust Waste cloth 30 W OP b

Inspection 3 Table Lubrication With in the indicated Visual 2 W OP b

value range

Inspection 4 Loader Pistion No Damage Remove the 3mm 1200 1 M OP b

Pistion block Allenkey

Keys : D : Daily; W : Weekly; SC : Setting change; PM : Maintenance staff; OP : Operator.

Cell : Nozzle Cell Jishu - Hozen ( Tentative Cleaning, Lubrication and Inspection ) Standards

Equipment number : M12045Equipment description : Micromatic OD Grinding Machine Cirlce name : NOZH 1

Tail s tock

JH -84

Page 85: TPM Training Material

Overview of TPM

Aiders : Visual controls

JH -85

Page 86: TPM Training Material

Overview of TPM

VISUAL CONTROLS

JH -86

ToolsSymbolActivity

INSPECTION

LUB

CLEAN

Page 87: TPM Training Material

Overview of TPM

Four Steps to Become An Operator Strong on Equipment And Autonomous Maintenance

Four steps to become an operator strong on equipment

7 All-out autonomous management 4 Master how to repair

the equipment

6 Orderliness and tidinessLearn how to operate the equipment with the required accuracy and how to evaluate the product quality5 Autonomous check-up

4 General inspection

3 Formulation of clean-up and lubrication standards

2 Measures against sources of outbreaks

1 Initial clean-up

Study the mechanism and functions of equipment and machines

Familiarize with the concept of equipment maintenance and improvement and with how to put the idea into practical realization

1

2

3

Autonomous Maintenance 7 steps

JH -87